柯林斯：6000年以来成功之谜
以下文章来源于伟事达小组会 ，作者Vistage
从6000年看过来
柯林斯从6000年跨度看公司
抹去起起落落和来来去去
公司变得卓越的原因
绝对不是外部条件或环境
而是由有意识的自主选择
以及强大的自我约束成就
从6000年看任正非
创业之初就想做一两款产品
让一生不白过
一个又一个至暗时刻
让他悟透了做企业的真谛
磨好豆腐给最亲的人吃
用痛苦创造大美绝活
人的本质不依赖于外部环境
只依赖于人给予他自身的价值
面对危机和挑战，成功和崩溃
唯一要紧的就是灵魂的意向
灵魂的内在态度
这种内在本性是不容扰乱的
“我该从哪里开始？”
在研究了那么久之后
柯林斯觉得应该给出一些说法
他相信
问题总比答案更重要
于是有了柯林斯12问
想以此激发一些关键思考
助你进入有觉知的人生
让你灵魂的旨意引导你前行
2019.9.19
原题|吉姆·柯林斯独家解密：6000年以来成功之谜（伟事达中国版权所)
作者：吉姆·柯林斯
来源：伟事达小组会
“这份资料是独一无二的，对伟事达会员、对中国企业家未来的帮助都是弥足珍贵的。正如有些教练所说，如果我们伟事达中国不去做这件事（伟事达中国的团队及教练花费三个半月的时间，翻译、整理、校对了Jim Collins与伟事达教练的对话），那我们就永远失去了这份珍贵的资料——两个半小时对话视频”，伟事达中国董事长这样说道。
Jim Collins：
"Somebody was here yesterday was the best practiced chairs. It's something that lot people won't really know about that how are work begin with my original passions begin. They've seen books like "Built to Last", "Good to Great". So for them, the other companies are in there are the huge companies, they don't realize other companies. But it's actually the opposite. My original passion, my original work was all about small business of entrepreneurship. And about the companies that make the journey from that stage till later. So I'd like to tell you very briefly the story how I all begin."
吉姆·柯林斯：
“昨天与我在一起的在座的下面有些是伟事达的最佳实践教练。其实，很多人都不知道我的事业当初是如何伴随着我的热情一同迸发绽放的。他们读过我的书包括《基业长青》和《从优秀到卓越》。对他们而言，可能会觉得我们讨论的主要是特大型公司而没有去关注其他企业，但事实却恰恰相反。我最初的热情和最初的工作都是同小企业及其企业家精神相关的,是那些从初创期开始，一始至中的企业。所以我想简明扼要地告诉大家这一切是怎么开始的。”
Jim Collins：
"I was 30 years old and I had the really great privilege to be able to inherit a course that I can teach at Stanford Graduate School of Business, called "Business 352". "Business 352" is entrepreneurship and small business management. And as we kick off the course, I kinda copy the original stories from the mentors of Performing and Talk Force. And there is an opening line in that syllables, that line says something on the line that this would be about the challenges facing the new business entrepreneurs, new ventures, and challenges of the small business leader. And for some reason into this day, I really don't know what compelled me to do this, but I just got up the pen and I crossed out that opening line of the syllabus. And I re-wrote it. This will be a course. On how to turn a new venture or small business into an enduring great company. Period. Then I though, Wow! I don't know anything about that, but I've decided that that was the way I wanted to frame it for my students. I want to walk in on day 1 of teaching that class and say: This is going to be a course about how you take something small and make it into the one of the great iconic visionary companies. That's what this is about."
吉姆·柯林斯：
“我当时30岁，非常有幸地能传承一个课程的教学，这个课程属于斯坦福大学商学院，叫“商业352”。这个项目是关于企业家精神和小企业管理的课程。当时项目启动后，我尝试着从企业效绩和语言领导力方面的导师文章中借用一些案例。教学大纲中有一条开场白，不是我原创的，说的是新创业者、初创企业和小企业领导者们所面对的挑战。出于某种原因直到今天，我真的不知道是什么迫使我这么做的，记得我当时一把抓起笔，把已经成稿的开场白一笔划掉，又重新写了一份。这将是一门课程，浅谈如何将一个新企业或小企业塑造成一个行业巨头。我脑子里一想，哇……我对此一无所知，但我已经下定决心，这就是我将为学生设计的理论框架。我希望可以在第一天走进教室，对同学们说：‘这门课程可以教授你如何将一个小小的不起眼的企业，变成一个伟大的、标志性的、有远见的公司。这就是这门课程的精髓所在’。”
Jim Collins：
"But we needed to understand what it would take to do that. So I thought, and I was in a research institution. We need to figure out how to research this to really understand it. And so I always have this historical orientation and it occurred to me, They're all great iconic visionary companies were once start-ups and small businesses. Right? Walt Disney just started with a single film. And I thought what you can do is rewind the tape of history, To these what turned out to be the great enduring companies. What did they do when they were small? Not when they were big when they were small? They set the stage for their becoming, these great enterprises. And on team there is a great mentor of mine, by the name of Jerry Porras. A great research methodologies And Jerry agreed to take on this journey with me and the basically say Let's do this research. Let's figure out the answer to that."
吉姆·柯林斯：
“但我们需要理解如何才能做到这个，我当时还在一个研究所工作，我就想，我们需要弄清楚如何研究这个问题才能真正理解它。因为我一直以来都有一种历史性研究的倾向，所以我忽然想到，这些行业巨头曾几何时都是初创企业和小公司。对吧？华特·迪士尼起家的时候只有一块电影幕布。我想大家可以回溯历史，来看看这些伟大且历史悠久的公司。当它们规模尚小的时候，做了些什么？不是它们已经壮大后，而是在它们还很弱小的时候，做了什么？它们是如何为将来成为卓越的公司铺路的。当时团队里有我的一位伟大导师，名叫杰瑞·博拉斯，他是一位伟大的研究方法论专家。当杰瑞同意和我一起共事时，他这么对我说：‘一起做吧，让我们一起找出答案’。”
Jim Collins：
"We'll go back to look at the founding companies. Like Microsoft, you have companies like Game Snappy ,they are just starting, sleeping on the floor in this small low space in Albuquerque, New Mexico, writing basic. If you look people like Noyce and Moore, they didn’t even really know what part they gonna make, they were starting with three people this thing that became Intel.When you look at Herb Kelleher and company starting with just a small route. We just need to figure out how to do it in triangle from San Antonio to Houston, to Dallas. That was start-up for South West Airlines, or Bill Boeing tried to keep his company alive by selling furniture, so he can make airplane. J. W. Marriott starting out with the simple A&W Root Beer franchise, that's the start of Marriot. He just had A&W root beer franchise start up from a 9-seat restaurant. Sam Walton started with a single dime-store, didn’t open dime-store number two until seven years. What was Sam Walton? A small business person."
吉姆·柯林斯：
“让我们回顾一下这些大公司初创的时候，比如说微软，在初创阶段像4399小游戏一样，它的初创人在公司起步阶段只能窝在新墨西哥州阿尔伯克基市里的一个小破房间的地板上写着程序；我们再看看诺伊斯和摩尔（两人均为英特尔创始人）他们当时对于企业的现状都一知半解，三人白手起家，终成一代行业巨头—英特尔；你可以看看赫伯·凯莱赫（美国西南航空联合创始人），他的公司刚刚开始的时候只是走一小段航线，我们只需去想想如何运营一个连接，圣安东尼奥到达拉斯再到休斯顿的三角形航线，这就是美国西南航空公司的初创故事；还有比尔·波音为了让自己的公司生存下去，不得不去销售家具，以用于生产飞机；J·W·万豪也是从一个小小的的A&W根汁汽水连锁店起家，这就是万豪酒店集团的起源。他只有一间A&W根汁汽水连锁店，一家只有9个座位的餐厅；山姆·沃尔顿（沃尔玛创始人）起步的时候只有一家一元店，直到7年后才开办了第二家一元店。山姆·沃尔顿当初是什么人？一个小企业主。”
Jim Collins：
"So we wanted to do was to understand how they those kind of folks they ended up creating great companies and then Jerry has a really key question, of what they do different. Not what did they do, but what did they do that was different. And Jerry sort of put in place this idea of this methodology that we created together, really inspired by Jerry, called "Historical Matched-Pair Method". The idea being that you can rewind the tape of history, and you can always find at the birth of the industries. Pairs of companies that were in essentially the same opportunity, same size, same resources, same potential, same dynamics, same market, same customer, same technologies and one becomes great and the other does not."
吉姆·柯林斯：
“所以我们想了解的是，这些人为什么都能够创立伟大的公司？这时杰瑞提出了一个真正关键的问题：“他们做的有何不同”？不是侧重于他们做了什么，而是做了哪些不一样的。此时，杰瑞提出了一些想法，受杰瑞的启发，我们一起讨论出了一套方法论，名为“历史参照对比法”。这个理论是你可以像操作录像带一样回溯历史，就能够发现某一行业是如何诞生的。配对的公司，在本质上拥有相同的机会、相同的规模、相同的资源、相同的潜力、相同的动力、相同的市场、相同的客户、相同的技术，但其中一家公司变得卓越，而另一家却没有。”
Jim Collins：
"And what you're focusing on is the differences. You ask systematically what was different you hold the circumstances constant in your selection, your divergent results and then you ask what was different, and you repeat that process over and over again "Good to Great" versus those that didn't. Those survive to be old trucks, those who don't; those who keep rising, those fall. But the circumstance were the same as those keep opens before the key moments before they converged."
吉姆·柯林斯：
“你关注的重点在于两者之间的差异。你系统性地提出问题，在你选择的企业样本中，外部环境是一致的，选择过程本身有没有什么问题。面对不同的结果，你好奇两者之间的不同之处。你一遍又一遍地重复这个过程，“从优秀到卓越”的企业对比其他表现平平的企业，有些公司存活下来且活得很久，有些却做不到；有些企业不断进步，有些却江河日下。在走向分水岭之前，两家公司的环境条件几乎一样，我们的研究持续了很长时间。”
Jim Collins：
"And if you do this for a long time we have now a total of more than 6000 years of combined corporate history in our research database or 25 years of research, multiple studies were looking at this question from different enters. And if you do this enough, you will end up come to a key conclusion. If the circumstances are held constant, but the results are different. The cause of why one becomes great in the other does not. Cannot be there circumstance."
吉姆·柯林斯：
“我们现在已经拥有超过6000年的公司历史研究数据库，用了25年，从不同的角度来研究这个问题。如果你花费了足够的精力，最终就会得到关键结论。如果条件设定是不变的，但结果会不同，一家公司变得卓越而另一家没有的原因，绝对不是外部条件或环境。”
Jim Collins：
"It's not a function of industry, or being in the right place at the right time. It is...more about what they do. Greatness is not primarily a function of circumstance. It is first and foremost a matter of conscious choice, and of tremendous discipline. So our work is not ultimately about these specific companies that we study. Companies rise and fall, companies come and go, even great companies can lose it and we will talk about that it later. It's actually about the principles that we uncover using the research method. And what we find in leaders still in these principles, there is a very high correlation with great results and last in terms that social scientists, no one can ever claim whole causation, but you can find very high correlation. And here is the other side, this what we know from our comparisons analysis."
吉姆·柯林斯：
“它既不是所在行业起的作用，也不是正确时间处于正确位置的运气使然，更多是同他们自身做了什么相关。卓越本身不是由条件影响而产生的，它首先和首要的是一个有意识的自主选择的选择，和强大的自我约束的产物。所以，我们的工作最终并不是去研究那些具体公司。公司起起落落，来来去去，即使是卓越的公司也会失败，晚些时候我们会谈到这个问题，实际上是通过我们的研究方法来揭示一些原则。我们同时发现，这些原则对企业的领导者同样适用，企业卓越的业绩和领导者之间存在着很高的正相关性。根据社会学家的说法，两者之间没有直接因果关系，但是大家可以发现两者之间存在着非常高的相关性。另一方面，我们通过对比分析可以发现。”
Jim Collins：
"When leaders neglect or abandon these principles, there is an equally high correlation with decline catastrophe and failure. So with the 25 plus years of research and inquiry people began to ask the question like where do I start? Is there a single book tour? "How do I begin given that sort of unfold mechanically as a series of studies." And after having worked on for so long, you kinda of own people answers. I believe the questions are better than answers. And so, I decided to sit down to take all the work, all the different works so that I can sit down, and say, "if I can get somebody a set of questions to ask, and they will activate the principles, but what will those questions be?" Distilling it all down, came up with what I was simply called the 12 questions, Jims'12 Questions. And mainly guide you 1 on 1 if you want then repeat, repeat, repeat. And if you follow these 12 questions, they will activate the key ideas that we have found that our research the 12 certainly that give me the great confidence in our finals. I will use those 12 questions as a framework for our conversation. Beginning with question number one."
吉姆·柯林斯：
“当领导忽视或放弃这些原则时，领导者和企业的衰退、灾难和失败之类的事情也存在着同样高的正相关性。因此，随着超过25多年的研究和调查，人们开始问这个问题：我从哪里开始着手改变呢？有百科全书似的解决方案么？在这种机械化层层开启的系列模式下，“我该从哪里开始”？在研究了那么久之后，你就会觉得应该给人们一些答案，我相信问题总比答案更重要。
我决定坐下，揽下所有的研究工作，所有不同的工作，这样我就可以说：“是否我可以向某个人提出一套问题，这些是可以激活对那些原则进行思考的问题，这是什么样的一些问题呢？经过提炼,我总结了12个简单的问题，也就是“吉姆的12个问题”。这些问题可以让你通过一对一发问来重复、重复再重复。如果你遵循这12个问题，它们会激发一些关键的思考，通过研究我们已经证实了这12个问题非常有效。当然也使我更有信心完成最终的研究，我将把这12个问题作为我们今天讨论的框架，从第一个问题开始。”
吉姆·柯林斯先生在大会上向全球CEO及全体参会人员引出了12个问题，并用两个多小时解释和回答了这12个问题。未来我们会向伟事达会员和中国的企业家分享这12个问题的翻译视频。（12个问题如下：）
问题一：你愿意开始向5级领导力努力吗？
问题二：我们有没有践行首要的两个原则：选正确的人上车，让他们坐在关键的座位上？
问题三：假定你找到了正确的人选，你向着5级领导力的方向步步前进，接下来做什么呢？
问题四：你的“刺猬概念”是什么？
问题五：我们如何增加飞轮上的动能，来参加一次20英里（约32公里）的行军呢？
问题六：根据“先射子弹再开炮”的理论，我们应该如何安排“赌注”呢？
问题七：在《再造卓越》一书中找到灾难的预兆么？
问题八：我们是在造钟还是在报时？
问题九：我们是否真正在坚守核心，然后砥砺前行？
问题十：我们的BHAG是什么？
问题十一：在座各位有没有人生中遇到一点点小运气一直陪着你，时不时帮你一把？大家有没有想过这其中有多少是运气使然?
问题十二：什么事情该被我们列在“需停止的事项”上。
吉姆·柯林斯先生（Jim Collins），伟事达教练委员会核心成员，2019年伟事达全球教练大会核心演讲嘉宾。伟事达全球CEO教练年度大会被誉为全球范围内领导力发展行业顶级学术交流活动，也是业内最具威望的全球CEO教练盛会。本次伟事达教练大会是从1月20日-23日为期三天，吉姆·柯林斯先生提前一天，在1月19日参加了整天的2019年伟事达最佳实践教练技术的闭门会议，并在后面的三天会议中给予每位最佳实践教练一至两小时的“一对一”的教练技术指导。在全球教练大会上，吉姆·柯林斯先生作为核心主讲嘉宾，解密了6000年以来人类历史上几乎所有企业的成功之谜。吉姆·柯林斯先生和他的团队，花了整整25年时间，研究了6000年历史上几乎所有的公司，通过数据分析和论证模型，才得出一系列的结论，所以并不是理论上的，这是企业家真实成功的法则。
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